Implementing Lean construction in a traditional project management culture: Challenges and roadblocks

Abstract

Lean Construction, and more specifically, the Last Planner System, challenges the foundation of traditional project and construction management practices and their influence in the construction process. This paper describes the problems a client organization faced regarding its request to use Lean construction in a pilot project. It explores the issues raised during the implementation of Lean principles in a project driven by traditional project and construction practices and culture and illustrates the use of constructive research for influencing construction processes. The conclusions are that the move from traditional to lean construction management is a paradigm shift and that the socio-cognitive aspects of changing mental models have been neglected in this process.